All related (8)
Vishal Naik
Developer Marketing Lead, Google Assistant, Google | Formerly DocuSignJuly 13

Newsletters are great--to a developer or not, email marketing has a ton of value. At my last company, email was the #1 driver of actions–that was consistent with web and mobile customers as well. But there are a handful of other mediums you can lean on as well. YouTube, Stack Overflow, Twitch, Reddit, Twitter, and LinkedIn all have done pretty well. Also at my last company, someone on my team had the idea to run Google Display ads, and they performed really well. Depending on the size of your organization you may also have a Developer Relations team. Hosting events or webinars/livestreams also tend to perform well. And don't forget your website and your blog, because your developer content is often one of the first places a developer will go to find out information. So think of it like marketing to any customer base: consider where they are in the funnel, think about what actions they need to take to get to the next step, and then leverage the mediums you have at your disposal to push them through the funnel. 

Indy Sen
VP Marketing, PopSQL | Formerly Matterport, WeWork, Google, Mulesoft, Box, SalesforceMay 18

I like the spirit of this question, as it's not just relevant to API products but also any product that has a similar onramp due to it being technical. You also touch on something that many inadvertently forget--that it's not enough to launch a product, you also have to think about the "landing" and how to drive continuous engagement.

Here are the few things I've seen teams do: 

  • At the product level, you want to monitor API usage, and depending on the behaviors you're trying to drive, figure out whether they're hitting the points of interest that don't just denote that they're onboarded (assuming you have some kind of tutorial or "hello world" moment in mind), but that they've made a bunch of calls, connected the API to an app or workflow and moved whatever process they're trying to build into production. Typical PLG phases track to this i.e. activation > adoption > standardization > advocacy
  • For marketing, I can share what we did when I led developer marketing at Mulesoft as an example. There we ended up building three specific user journeys that tracked a developers progress across the process of consideration (mostly marketing driven) to onboarding and adoption (product and customer success driven) and used a mix of tactics to lead them through it: email nurtures specific to the intent we had flagged at the time of sign-up (e.g API design and management) to get them situated, interactive html5 walkthroughs when they first logged into our platform based on that intent (implemented WalkMe for this), and then based on usage patterns would trigger follow-ups from CS on how they were doing and whether they needed help (that latter part was a bit higher-touch but lucklily this was a function I could rely on given how important onboarding and going from PoC to production was important to what we did). 
  • Finally, I think it's really important to highlight the successes of other developers on your platform and make sure that devs who are earlier in their experience with your solutions can see this. You want to make it aspirational. One of the things we did really well at Box for example in the early days (or even Salesforce for that matter) was tout the successes of our developers and partners across our channels. For example, featuring a developer/partner spotlights on your blog, doing a homepage takeover or carousel item that highlights a specific developer project or partner, and even leading with external signage/billboard that puts those developers first are all things that demonstrate that your organization lives and breathes their success. If you're a pureplay platform company, you're likely already thinking about this, but if platform is an adjacent GTM (e.g Salesforce, Slack, Okta, Apple), you need to make sure that marcomm understands this and keeps it in rotation alongside your company's other narratives. 

Indy Sen
VP Marketing, PopSQL | Formerly Matterport, WeWork, Google, Mulesoft, Box, Salesforce
I'd say the mindset shift in B2D is that it's no longer "sales enablement", but just "enablement". And that should be a shared goal across your organization, whether it's the marketing team, sales team, product or support team who are dealing with your developer.  You are correct in saying that developers do not want to be sold to, but they'll still want good support if they need it. That comes in different forms and the good news is that your organization can divide and conquer across this.  1. First of all your docs gotta be like butter. Most developers will try and figure out a ...
Lauren Buchman
Product Marketing Lead, Observable
At it's core: it's not different from B2B or B2C when you strip it down to the pillars of what makes for any successful marketing. Understanding your audience: * What are their drivers, their pains, their perceptions?  * Where do they gather?  * Who do they trust?  * How do they influence the buying process in their companies? Are they highly influencial and going to drive product sales and adoption organically? Or is enabling them as a post-sales activity a critical pathway to success and a blocker? * What is the cost to acquire them? What is the lifetime value of a devel...
Srini Nirmalgandhi
Director Product Marketing, Salesforce
Pricing is hard, especially when the product price has to extract the maximum customer willingness to pay and still leaves some customer value. There is plenty of resources on the web you can find and I don’t want to recommend anything here. From my experience, here are a few things that will be helpful when pricing your B2B product. Good research from interviews and surveys from existing / potential customers, supplemented by consulting firms’ pricing models is a great start. Trade-offs between long-term commit vs discount are a must. Keep the pricing window open for sales leaders to build...
Pranav Deshpande
Head of Product Marketing, Modern Treasury | Formerly Twilio
You can't think of developer GTM as just another channel you can tack on to an existing GTM motion, like paid social or sponsorships. Developer GTM needs to be an integral component of the company's strategy, with product, engineering, and sales all aligned towards making it successful. It requires hiring a different breed of marketer, specifically developers-turned-marketers, to operate. I think its also a lot easier to build this function during the early stages of your GTM journey to make cross-functonal alignnment easier.  A developer GTM strategy requires a strong content and commun...
Lauren Craigie
Director of Product Marketing, dbt Labs
I'm sure it's different for everyone but here's roughly what it might look like if you have a paid product you want developers to convert to: Classic funnel: Website, search, or paid ad > Content/event/sales engagement that shows intent > purchase > expansion/upsell Developer journey: Free trial > noteworthy event (API call, project launch, program publish, etc) > conversion to paid > evangelize (write/present/talk about your solution in communities)
Vishal Naik
Developer Marketing Lead, Google Assistant, Google | Formerly DocuSign
I tend to look at DevRel as a pretty unique role that's part CSM, part Marketing and part Pre-Sales. Developer Marketing is full-stack marketing around a technical product. To sum it up quickly, DevRel tends to have a great pulse on the developer community and how your current developer audience will feel about your launches or features. Dev Marketing tends to have a pulse on positioning, bill of materials, product management alignment, etc. So I tend to look for Dev Marketing to influence roadmap, build a product narrative / comms plan and execute GTM vs DevRel to engage the developer comm...